Chris Arnold Email & Phone Number

Marshfield, Ma, Us

Boston, Massachusetts, United States

Boston, Massachusetts, United States

Direct a team of 1,200 Accredo Employees and 550 vendor/strategic partner resources supporting patients. Manage P&L for a $110M annual budget. Accountable for operations covering Accredo's entire service area for specific (TRC) Therapeutic Resources Centers. Manage expense planning, reporting, analysis, reduction, and containment initiatives. Oversaw cost management of budgetary items related to workforce management, vendors, and administrative allowances. • Led change management initiatives to implement a Management Operating System, driving leadership accountability through roles and objectives, strengthening team connections, and promoting employee development.• Established and executed practices and programs to nurture team talent, promoting 3 Managers to Director-level positions and 3 Managers to Senior Manager roles over 18 months.• Achieved a 2022 operational expense reduction of $31M through selective vendor offshoring, reducing attrition, and building strategic partnerships with the Finance and WFM Teams.• Collaborated with the Product Team to implement technology and process enhancements, resulting in a 30% increase in patient digital tool utilization.• Streamlined leader access to productivity and QA data, cutting retrieval time by 50% with KPI methodology and centralized database.• Nurtured a strong collaboration between offshore vendor and quality team, effectively mitigating cultural disparities, resulting in a notable 20% improvement in quality.• Formed a cross-functional Portfolio Management Team, fostering collaboration between IT and Product Management, resulting in $4M cost savings through system enhancements to IVR, call routing, and CRM tools.

Developed and implemented a Continuous Improvement Team covering all key areas of service operations, representing 10K employees. Team managed a large portfolio of projects from idea generation to execution. Directed the organization through urgent implementation of COVID-19 policies and practices ensuring that Medical Directors, Client & Customer Service, and pharmacy and claim processing complied with corporate and legislative policies.• Effectively reduced the annual operating budget by $12M over a 2 year period by utilizing Lean 6-Sigma practices• Achieved $3.4M of efficiencies in client onboarding and management through process improvements, sending work to lower-cost channels and automation. • Drove $2M+ in annual cost reductions by leading the team in the creation of innovative ideas to reduce repeat callers, increase the effective use of call transfers, and improve patient experience.

Bloomfield, Ct

Reported to the VP of Operations, managing P&L for an $80M budget while directing a 1,700-employee call organization servicing 7M customers.• Implemented Cigna's cutting-edge concierge level service model, "One Guide," a $25M state-of-the-art data analytics and concierge customer support system, streamlining healthcare options and driving cost reductions for both the company and customers, generating ~ $20M annually in combined revenues and savings. Hired 40% of the leadership team during tenure. • Recruited and hired 150 FTEs to meet service requirements, leading virtual recruitment, onboarding, and training.• Increased Net Promoter Score in the Click to Chat Channel by 24% through a focus on developing emotional intelligence, targeted coaching, and enhanced quality management practices.• Achieved $3M in savings after reducing interaction handle time while increasing Customer Satisfaction by implementing process efficiencies and changing the culture to focus on “Maximizing the Customer Experience.”

Bloomfield, Ct

Managed a 600-employee organization with an annual budget of $30M. Emphasized expedited, accurate monthly processing of ~50K customer and provider appeal requests, valued at $10M, meeting applicable policies and government-mandated regulations.• Increased productivity by 20% with improved business practices. • Drove a $250K on-time, on-budget automation project, reducing operational expenses by $1.5M and improved turnaround time for state mandated appeals—received a President’s Award for efforts.• Reduced overtime spending by 60% by leveraging Six Sigma and Lean workflow process improvements.• Improved EMR Appeals routing quality by 30% thru refining keyword routing algorithm that led to significant improved compliance results.

Bloomfield, Ct

Oversaw the day-to-day and strategic activities of 235 employees with 12 direct reports, across 3 claim platforms. Managed processing activities associated with strategic alliance partners and Taft-Hartley clients, with a monthly volume of 64K claims at ~$13M value. Initiated the Manager-in-Training Program for high-potential processors.• Captured an 18% productivity increase through coaching and performance initiatives for lower performers.• Decreased the time-to-process, claims pricing SLA by 40% while improving the auto-adjudication rate by 2-4%• Improved claim processing accuracy by 40%, through a teaming effort with the Claim Improvement Team in altering processor coaching and clarification of the processor documentation SOPs.

Provided technical business analysis support to enhance Operations efficiency and qualitySuccessfully managed a diverse portfolio of Service Operations projectsDemonstrated effective leadership by overseeing and guiding front-line teams

Master Of Business Administration - Mba, Management

Bachelor Of Business Administration - Bba, Business Administration And Management, General